Debbie Harrison

Industrial Marketing Management Doi: https://doi.org/10.1016/j.indmarman.2023.03.011

Industrial Marketing Management 105 p. 48-59 Doi: https://doi.org/10.1016/j.indmarman.2022.05.008

Value co-creation is a core focus area in both B2B marketing and strategy research, necessitating resource utilization within and across organizational boundaries. In the Industrial Marketing and Purchasing (IMP) group, scholars have focused on the interactions among resources as one important way to analyze central questions about resources in business relationships and networks. This has produced a breadth of investigations and concepts that are locally defined and utilized. This may hamper further theoretical development and inhibit analytical precision. The purpose of this paper is to develop a more general shared understanding of resource interaction by identifying and explicating the key concepts used, and to assess its status as an approach. The paper synthesizes 20 years of research to identify key concepts and the relationships across concepts. This provides both a platform for further conceptual and empirical research within IMP and potential for cross-fertilization with parallel B2B areas.

British Journal of Management 34(3) Doi: https://doi.org/10.1111/1467-8551.12650

This study addresses the lack of knowledge about inter-organizational activity coordination in the contemporary economy. Existing understanding of economic coordination within inter-organizational research is based on the three modes of organization, market, and cooperative relationship. We extend the framework of Richardson that analyses specialization and complementarity within the industrial division of labour in terms of these three coordination modes. We propose a novel mode of coordinating economic activity, namely multi-actor arrangements, which is based on the coordination of very dissimilar yet complementary activities, grounded in the principle of distributed control. This fourth mode is necessary to explain contemporary phenomena such as the circular economy and blockchain because these involve interdependencies that were previously framed as too different or unrelated to coordinate. The extension is important because it changes our understanding of mixed-mode coordination. Our proposed fourth mode enables the conceptualization of how activity interdependencies are coordinated within inter-organizational relationships and networks undergoing transformation.

Magma forskning og viten nr 5(5) p. 104-110

Bærekraft er et ord som favner bredt. Faglitteraturen kaller det den tredelte bunnlinjen, der bærekraft skal gi positive gevinster på samfunns-, bedrifts- og individnivå. For bedrifter innebærer det at man skal realisere gevinster for bedriften selv, men også for miljøet og samfunnet. Denne kompleksiteten gjør det krevende å konkretisere og gjennomføre nye løsninger, og resultatet blir at bærekraft er noe det er lett å snakke om, men vanskelig å gjøre. I denne artikkelen tar vi utgangspunkt i et samarbeid mellom tre aktører om en ny løsning for bærekraftig massehåndtering[1] til og fra bygg- og anleggsprosjekter (BA) i Oslo. Gjennom å mobilisere sine respektive ressurser har aktørene utviklet en løsning som involverer gjenvinning av slike masser og mindre CO2-utslipp knyttet til transport av disse. Men aktørene har støtt på utfordringer i økosystemet rundt, og løsningen er enda ikke realisert. Vi diskuterer dette eksempelet i lys av et industrielt nettverksperspektiv og argumenterer for at mobilisering av ressurser på det vi kan kalle bedriftsnivå, ikke er tilstrekkelig for å realisere bærekraftige løsninger – det må også skje i det omliggende økosystemet. Mobilisering på bedriftsnivå kan imidlertid skape ny dynamikk og gi utviklingsmuligheter som på lengre sikt kan bidra til å realisere slike bærekraftige løsninger.

Industrial Marketing Management 91 p. 385-396 Doi: https://doi.org/10.1016/j.indmarman.2020.09.016

The purpose of this paper is to provide a state-of-the-art comparison of the conceptualization of resources in ‘Resource Interaction’ (IMP) and ‘Resource Integration’ (SDL). Both are engaged with understanding how value is (co)-created, but with different emphases. Existing comparisons are limited and out of date. We trace how each has evolved over time by analyzing key developments. The focus of SDL has shifted from operant resources towards resource integration, and from a dyadic view towards ecosystem contexts. Within IMP, research takes a network perspective in investigating the nature of resource interaction in a variety of empirical contexts. An analysis of similarities and differences highlights key assumptions, the classification of resources, and the role for the actor. The comparison offers a thorough understanding of Resource Interaction and Resource Integration. The paper concludes by proposing suggestions for further research for Resource Interaction.

Industrial Marketing Management Doi: https://doi.org/10.1016/j.indmarman.2018.04.006

The purpose of this paper is to investigate the mediating role of boundary objects in interaction processes within business networks. From a single case study in the grocery retail industry, we find that such objects are used within interaction processes for collaboration, but are also used extensively for handling conflict, facilitating economic negotiations, and power execution. As such, network-level boundary objects do not require broad consensus by all the involved actors, but instead narrow consensus in a particular interaction process.

Industrial Marketing Management 67 p. 88-105 Doi: https://doi.org/10.1016/j.indmarman.2017.09.014

Starting Up in Business Networks Why Relationships Matter in Entrepreneurship p. 77-105 Doi: https://doi.org/10.1057/978-1-137-52719-6_4

Marketing Theory 16(4) p. 445-468 Doi: https://doi.org/10.1177/1470593116652004

The purpose of this article is to elaborate conceptually on the user–market relationship. Existing research reports a limited user–market relationship, which simultaneously exaggerates and underplays user influence on markets. Assuming a constructivist market studies (CMS) perspective, we argue that the scope of the user–market relationship is broader than developing offers and uses. We conceptualize market shaping as five interrelated subprocesses in which users may be involved as agents: qualifying goods, fashioning modes of exchange, configuring actors, establishing market norms and generating market representations. The extent of user influence in these subprocesses is likely to vary both within a specific market and across markets. By identifying conditions conducive to user involvement in each subprocess, we lay the foundation for empirical research into how users shape markets.

Astronomy and Astrophysics (A & A) 590 Doi: https://doi.org/10.1051/0004-6361/201628297

Journal of Business Research 67(12) p. 2579-2589 Doi: https://doi.org/10.1016/j.jbusres.2014.03.017

The purpose of this paper is to investigate the dynamics of networked power in a concentrated business network. Power is a long standing theme in inter-organizational research, yet there is a paucity of studies about how power emerges and is constructed over time at the network level. The paper adopts process, systems and network theory to interpret a rich single case study from the food industry. Three power mechanisms are identified, gatekeeping, decoupling and resource allocation, which form the basis of a model of networked power dynamics. Empirically tracing the dynamics of networked power highlights the economic contents of interactions. The paper extends current understandings of power as ‘conflict and coercion’ to include influencing, leveraging and strategic maneuvering in the actual performance of networked power.

Concerned Markets: Economic Ordering for Multiple Values p. 1-18 Doi: https://doi.org/10.4337/9781782549758.00008

Edward Elgar Publishing

Journal of Business Research 65(2) p. 266-276 Doi: https://doi.org/10.1016/j.jbusres.2011.05.030

The IMP Journal 6(3) p. 267-276

Journal of Business Research 65(2) p. 123-127 Doi: https://doi.org/10.1016/j.jbusres.2011.05.010

Industrial Marketing Management 39(5) p. 784-792 Doi: https://doi.org/10.1016/j.indmarman.2009.05.016

Industrial Marketing Management 39(6) p. 947-955 Doi: https://doi.org/10.1016/j.indmarman.2010.06.014

In this paper we contend that there is little idiographic empirical research that considers the issue of deliberate networking action in full-faced network contexts. We address the issue through the use of strategic initiatives as a form of deliberate networking action. IMP research argues the ability of an organisation to manage in a network context that involves the pull of the network and the action of the individual organisation (Håkansson & Ford 2002; Möller & Halinen 1999; Möller & Svahn 2003; Ritter, Wilkinson & Johnston, 2004; Zolkiewski 2007). Yet the paradox logic reminds us that a firm still needs to act, to try and control and influence, to suggest ideas and initiatives, to set limits and to seek opportunities. Strategic initiatives allow for conscious strategising at the same time as ongoing adaptations in activities and resources occur. Based on two complementary case studies we suggest five approaches for deliberate strategising in full-faced network contexts. These are i) strategising based on network pictures in the absence of direct interaction, ii) strategising in the presence of a network audience, iii) strategising among deliberate equals, iv) strategising among imaginative equals, and v) strategising as open and absorptive bystander. The five approaches can be used separately or in combination.

The IMP Journal 3(3) p. 35-52

Use of science and technology in business p. 121-138

Industrial Marketing Management 38(6) p. 662-670 Doi: https://doi.org/10.1016/j.indmarman.2009.05.012

Research Policy 37(1) p. 115-130

Industrial Marketing Management 36 p. 879-894

Resourcing in Business Logistics. The Art of Systematic Combining, Jahre et al

The journal of business & industrial marketing 21(4) p. 231-238

Critical Realism and Management Studies

Journal of Management Studies 41(1) p. 107-125

Business Strategy and the Environment (BSE) 14 p. 143-153

Journal of Customer Behaviour 1(2) p. 317-334